The "fault-free product" has always been the number one quality aim for many manufacturers. Nowadays with sales training being more focused on quality rather than quantity, the sales and the entire customer service come under the heading "quality". Consequently quality has developed into an all-embracing company strategy from just being purely a production aim.

What pressures are put on the sales manager with the idea of shifting quality management from production to sales? In order to be effective, make the sales department an active, strategic partner within the company. The road to extensive improvements in the quality of your sales department and customer service begins with dialogue between all sectors of the business. You are less likely to reap the strategic rewards if you take half measures.

The road to total quality management in sales can be divided roughly into three sections:

1. Meeting the basic requirements. It goes without saying that your sales staff know your range of products. They have received training in sales techniques and sales psychology, and have mastered their "craft" - making contact with clients and carrying out target-orientated marketing that is within budget.

2. Good quality. Your product is good and your sales department knows it. But that is not enough.  Dealing with clients, even with the most difficult, must be free of unnecessary points of friction. The ordering procedure needs to be as simple as possible. The invoice is as easy to understand as the ordering procedure. The delivery notes and the invoices must be correct. Your office staff and your salespeople need to work reliably.

3. Excellent (total) quality. Your product is good and your sales department works well. Now help your client with his work. Deliver your product in such a way that they can re-sell it or use it with a minimum of effort. Do not just sell the product.  Provide advertising ideas, sales support and information on application. Keep your eye on the market in order to be able to react immediately to changing conditions.

Quality is not what you produce, but what your client is aware of. Exceed your Clients expectations. You cannot rest on your laurels once you have achieved top quality. To get ahead of your competitors in customer service you need to be achieving top quality. This lead could be lost if you start to relax.

While maximising the quality of your sales department, you should pay attention to the following sectors:

1.  Customer service.

Customer service is not a goal in itself.  Align the client's organisation to his needs. Continual, regular feedback not only helps you, but also your clients.

Organised feedback is not only a means of highlighting mistakes it also helps increase efficiency.

2.  Efficiency in the sales department.

Is your sales department working efficiently? Is information getting through concisely, quickly and without mistakes? Do not ask your sales staff!  Ask your clients in order to identify sales training needs! Does your client have the same good impression of your sales staff as you?

The quality of work in the sales department is decisive for the company as a whole.

3.  Marketing strategy aimed specifically at your client.

What are the strategies and programmes used by your clients to stand out from the competition? Can you help your client with campaigns, conditions or achievements? Plan your campaign with and for your client.

4.  Perfect knowledge of the market.

Perfect knowledge of the market is not just an important strategic advantage - when competition is fierce, it is essential for survival. What does the future hold for the market? What should you be offering in five years time?

What should you be doing now for that moment? Use every opportunity to gain information from clients and suppliers.

5. Trade relations and company policy.

The fact that firms (both manufacturers and buyers) are taken over and sold makes business partners increasingly important. The loss of a business partner does you discernable harm. Particular attention is required in relation to this. Bilateral information inspires confidence. Such confidence building measures would include holding consultations at management level.

Ask yourself this important question. Are the aims of your company policy compatible with the survival interests of your clients or suppliers? Is the sales training that you staff receive focused toward doing the right thing for clients. Furthermore, follow the reaction of the market to changes in company policy, product modification or price changes.

Author Richard Stone is a Director for Spearhead Training Limited that specialises in running management and sales training courses to improve business performance. Richard provides consultancy advice for numerous world leading companies. View ideas at http://www.spearhead-training.co.uk